Metrics That Matter

This award recognizes organizations that have moved beyond reporting on simple clicks and conversions and can now make strategic business decisions based on the metrics they measure.

FIS – Metrics That Matter (2015)

If you can’t measure it, it does not exist. The FIS Demand Generation team’s goal is to drive new qualified leads into the pipeline to give the sales team opportunities to close business. By adding significant breadth and depth to their reporting, the team can now identify developing trends or problem areas; that empowers them to deliver relevant solutions. With their intense tracking of the numbers, they can make strategic decisions of where to spend time and efforts to receive the highest and best rate of return. Better and more rapid decisioning has helped them to achieve a 188% increase in the value of won deals associated with a campaign in 2014, a doubling of their Sales Acceptance rate since 2012, 81% growth in active Sales Pipeline, 67% growth in communications delivered and a significant increase in report automation that showcases their metrics in an actionable, strategic format.

IHS – Metrics That Matter (2015)

IHS is a rapidly growing business with hundreds of marketers moving swiftly in many directions. IHS needed a way to understand the revenue impact these efforts were yielding to ensure we are operating efficiently and sharing best practices around the world. The IHS Marketing Impact Dashboard has fundamentally changed the way marketing interacts with each other, sales and the business leaders. On a regular interval, marketing is leading the discussion and using data to talk about marketing contribution to revenue in a meaningful, consistent way. Today, IHS relies on this closed-loop reporting to accelerate/redirect marketing initiatives and keep the top line profitably growing.

Nuance Communications, Inc. – Metrics That Matter (2015)

The team at Nuance Communications enables marketing and sales leaders to see the truth on a daily basis with their use of GoodData, Salesforce, BI and Oracle Eloqua. By enabling the business to view conversion they have been able to increase accepted to qualified conversion 4x and increase marketing sourced pipeline from 8% to 15%.

Optum – Metrics That Matter (2015)

Optum’s rapid growth has accelerated the need to ramp up and strengthen our digital marketing efforts as we manage more complex campaigns, and ‘tell our story’ across a broad group of sophisticated customers. Our digital marketing group uses Eloqua and other tools to capture a variety of metrics to gauge our effectiveness in raising awareness, engagement and driving leads for our sales teams. Together, measuring marketing ‘generated’ and marketing ‘touched’ pipeline helps us develop and rely on a quantitative measurement on how marketing is driving business.   In essence, Eloqua has helped make our digital marketing investments ‘bulletproof’ because we can now routinely demonstrate the value of our activities in actual sales pipeline. Both sales and executive leadership now understand how marketing is contributing, since the documented business pipeline offers a solid point of reference for all parties.

AGCO Corporation – Metrics That Matter (2014)

Utilization of metrics beyond tracking volume of leads shows a significant improvement in the marketing maturity of AGCO as modern marketing organization. Moving beyond simple volume of leads and anecdotal assumptions, the lead management team has bred sales and marketing alignment within AGCO to gather needs amongst brand/product marketing and sales teams to show value of campaigns via conversion rate reporting, campaign attribution by brand/persona/sales stage, and website analytics. These metrics have resulted in standardization of data and reports, and strategic insights into where to better spend budgetary and human capital resources as part of our current 2015 campaign planning.

CSC – Metrics That Matter (2014)

CSC adopted a metrics driven account based marketing strategy using top tier digital marketing technologies including Eloqua, Abobe Analytics, Demandbase, Good Data and SFDC. By focusing on the global accounts that matter most to CSC and leveraging our technology solutions to provide us with the right metrics and, drive metrics driven results we have achieved significant milestones in marketing and sales initiatives including roughly $120MM closed business from our strategic global accounts.

FIS – Metrics That Matter (2014)

Driven by the clear need for precise, informative indicators of campaign success, the FIS Demand Generation team uses Eloqua as our prospecting engine to feed reporting that helps us identify problems more quickly and avoid relying on “best guesses” – leading to increased lead productivity, better lead quality and a more active sales pipeline. This submission highlights the evolutionary trek from simple reporting through using metrics to drive change and gain a significant competitive advantage. Metrics that Matter to FIS include: productivity increase of 124% in communications

delivered while our sales acceptance of leads grew to 84%. Active Sales Pipeline associated with a campaign increased 39% YOY and the value of Won deals increased 75% YOY. Due to Eloqua automation, we have produced more waterfall reports than ever before with a 700% increase in reporting production.

Good Technology – Metrics That Matter (2014)

When we embarked on the challenge to improve our end to end lead management flow, our team began with metrics, instead of jumping directly into the problems that seemed like the easiest to fix or most urgent to tackle. We created a shared vision across Sales and Marketing of where we wanted to get to, and how we were going to measure our success, before we took off. After building a KPI dashboard for senior staff, plus consistent dashboards in Salesforce for individual sales reps, we set up a weekly tiger team across sales, sales ops, marketing and marketing ops to closely monitor trends around opportunity creation and untouched leads, as well our entire funnel conversions from INQ to MQR and MQR to SQR, and so on. As a result, we’ve seen dramatic improvement in how quickly Sales is responding to leads, the quality of leads overall and marketing’s impact on the pipeline; as well as been able to identity and fix process gaps along the way.

In the past 12 months we’ve experienced:

  • 184% increase in Marketing Qualified Response (MQR) to Stage 1 Opportunity (SAR) conversion rate.
  • 86% decrease in the average number of untouched MQRs week over week.
  • 89% decrease in the average number of days it takes to touch an MQR for the first time.
  • 453% increase in marketing pipeline attribution from start of project to today.

Deltek Metrics That Matter (2013)

Over the past 18 months, working closely with a number of key stakeholders across the organization, Deltek’s corporate marketing operations team has decisively changed the way the game is played in terms of identifying and measuring key metrics to drive marketing performance at Deltek.

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Equifax, Inc. Metrics That Matter (2013)

Equifax has adopted standard metrics and developed intuitive measuring tools to keep track of its revenue performance. The Implementation of the new waterfall model has allowed Equifax to integrate Marketing into its existing Sales cycle – providing greater accuracy and visibility into forecasting future revenue. Now, Equifax is equipped to forecast revenue for a full year instead of on a quarterly basis.  With this new model, Equifax is able to generate integrated sales and marketing reports and drive greater understanding of sales performance across multiple verticals. By having clear KPIs on marketing activities, Equifax can better assess future allocation of resources and investments.

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Huddle Metrics That Matter (2013)

The Huddle Marketing team leverages Eloqua and analytics data to make sophisticated Marketing and Sales decisions that reduce costs and increase business revenues. This was achieved by creating KPI’s and monitoring them regularly, implementing automation and analytics software, with regular Marketing and Sales feedback sessions. By fine tuning Marketing and Sales funnel metrics, Marketing was able to increase lead volume, quality and total bookings while reducing costs. A stellar example of this is that Marketing created a unique way to determine which content produced the highest quality leads and total bookings, and these metrics now drive what content they produce going forward. This fortified Marketing and Sales relationship has given Huddle transparency of the end-to-end customer journey and how these KPI’s are impactful on company performance and revenues.

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Nuance Communications, Inc. Metrics That Matter (2013)

Over the past year Nuance has transitioned from a business that was run by feel to one that is run by metrics and math.  Nuance now has consistent KPIs and metrics across the enterprise.  Standard reports and dashboards were built to report on Marketing’s success real-time.  There is full transparency to Marketing’s impact on the pipeline.  The company has full visibility on lead performance which includes insight to lead performance which includes volume, velocity and value.  The Marketing organization conducts formal metric reviews monthly with Sales and Marketing executives to review the KPIs and metrics against our company’s goals and objectives.  The metrics have allowed our executive leadership team the knowledge to make actionable business decisions based on our results.

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Blackboard Inc. One View of the Truth (2012)

Over the past two years, Blackboard has sought to find a solution to the common problem of reporting on marketing metrics in a format that combines lead, opportunity and deal information with functionality enabling filters based on a complex business model.  This resulted in a company-wide marketing dashboard that pulls multiple data exports into one file designed to present information mirroring the Sirius Decision Demand Waterfall.  A marketer can filter the dashboard to display information that is pertinent to their work, view metrics, conversion rates and use the detailed drill down data to evaluate past marketing efforts and inform the planning of future marketing efforts. Ultimately, the dashboard helps to justify and assess current marketing programs as well as takes the guess work out of designing those planned for the future.

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Domo One View of the Truth (2012)

Every marketing team seeks for that Holy Grail, the one version of the truth. Domo achieved this elusive goal and developed a reporting tool that has become our standard for measuring both marketing and sales effectiveness.

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inContact One View of the Truth (2012)

Over the course of 18 months, working closely together, Marketing and Sales have significantly developed and improved our reporting infrastructure.  We are convinced that our “One View of the Truth” is almost as good as it gets.

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TELUS Corporation One View of the Truth (2012)

Perhaps you’ve heard of a little ol’ marketing revenue blog: It’s All About Revenue.  While true, it may be more accurate to state that, It’s All About Marketing’s Contribution to Revenue.  Whether demonstrating that an email response led to a successfully closed deal or that attendance at an event influenced the velocity or value of an existing opportunity, the contribution of TELUS’ B2B marketing teams are quantified and qualified through our reporting structure.

We always expected to see the results drive the business, but what we did not expect were the contributions to spirited teamwork, innovation, and embracing change; core values the TELUS team strives to live everyday. We are more confident than ever that we are on the road to Revenue Performance Management! We have the vehicle, gas, and the maps to get there!

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Concur One View of the Truth (2011)

Concur’s vision was to define a strategy and build an engine to make demand generation and prospect progression highly automated and effective. By completely aligning the Sales and Marketing teams, we made sure the people, process and systems were working together for total Revenue Performance Management.  The results of this alignment have had a profound cultural impact on us as well as an impact on revenue, with 20% growth this past year.  We finally have a predictive model and a united team to drive the business every day.

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D&B One View of the Truth (2011)

In 2011 the Centralization of all our Marketing departments became a reality. We needed to create one view of all out marketing activities that could provide leadership a string understanding of all Revenue generating activities. From Paid search to Inbound Call activity to Outbound marketing campaigns, our executive board has never seen a complete view of all marketing activities before. It has already freed up hundreds of man hours used to create various reports and has combined them into one.  The end result is our story is being told in one place with Sales and Marketing working together to focus on the same vision of Winning for Dun & Bradstreet.

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uptime software One View of the Truth (2011)

Sales and marketing alignment is about a deep understanding of (and commitment to) a shared goal, in this case it’s driving revenue growth. This is manifested in transparent reporting and dashboards that help both organizations view marketing and sales activities with a clear idea of success and cost. With this type of focus and metric tracking, sales and marketing can build an integrated funnel that clearly and easily tracks leads throughout their journey and assigns a dollar value of both cost and potential revenue at each step of the way. When sales and marketing speak the same language, view the same metrics, and help each other create great process, the end result is revenue growth.

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